Strategy occurs in increasingly complex environments which are continually reshaped by forces of globalization and by technological advances. These changes not only affect the pace of change in the organization's environment, as well as in its resource portfolio, it also requires of strategic managers a heightened sensitivity to the public appearance of their decisions. The ubiquity of media and electronic communication in our daily lives affords the public hitherto unimaginable insights into managerial or political communications as, for instance in the case of Wikileaks, and holds the possibility of projecting newsworthy issues onto a world-wide audience. Moreover, empowered by the ability to choose between many potential suppliers from around the world to satisfy their needs, consumer choices are increasingly based on ethical considerations.The ways in which a firm's actions are perceived are therefore of paramount importance when making strategic decisions. However, this raises the problem of the suitability of strongly analytical strategy formation processes, as well as dominantly endogenous, resource-focussed approaches to sufficiently consider the importance of the symbolic capital (Holt and McNulty 2008) that establishes authority and credibility with various stakeholders. Your analysis should include thoughtful consideration of the MBA programme threads.

Tsoukas, H. (1999) 'David and Goliath in the risk society: making sense of the conflict between Shell and Greenpeace in the North Sea', Organization, 6 (3): 499-528. Holt, R. & McNulty, T. (2008) 'Securing the license to act: a foundational capability', Journal of Strategy and Management, 1 (1): 72-92. Your final module project analysis should address the following: • Conduct research and provide an analysis of BP's strategy before the accident occurred using appropriate strategic frameworks (which you have learned throughout this module)

Discuss implications of BP's strategy in terms of public perception and its possible impact on business performance • Critically discuss BP's ability to strike a balance between its interests and wider needs and expectations in light of the strategic frameworks and models you have encountered

• In the final submission, in week 7, submit approximately 4,000 words in which you address the following

• Identify the key issues in the situation

• Research related literature on strategy, e.g. positioning, resource-based view, dynamic capabilities. • What was BP's strategy prior to the accident? How can their actions be understood in light of the strategic frameworks you have encountered?

• Summarise and demonstrate understanding of related literature

• Synthesise theories and models from the module readings and literature (that address the issue in the situation)

. • Utilise effective discussion, analysis and conclusions showing critical thinking to propose solutions and address the following problems: o What are the implications of BP's strategy in terms of public perception and how may this impact upon their performance? o Critically discuss BP's ability to strike a balance between its interests and wider needs and expectations in light of the strategic frameworks and models you have encountered.

• Provide correct referencing and citation In each submission be sure to cite and reference exs from resources you identify from your own research. Your submissions should demonstrate critical analysis of the topic and a coherent application of related theories.


Other relevant reading material from the module includes:
Barney - competetive advantage
Bettis and Hitt The new competetive landscape
Collns and Montgomery Competing for resources
D'Avei and Dagnino The age of temporary advantage
Douglas and Wind The myth of globalization
Grant - The resources based theory of competetive advantage
Johnson - Managing strategic change, strategy, culture, and action
Levitt - the globalization of markets
Mintzberg and Waters - Of strategies deliberate and emerging
Porter - what is strategy
Porter - The five forces
Teece, Pisano and Shuen - Dynamic Capabilities and strategic management
Weick and Quinn - organizational change and development.